scholarly journals Academic performance indicator as performance management tool: employees' perception and factors governing to its acceptance and rejection in Indian educational institutes

2022 ◽  
Vol 7 (1) ◽  
pp. 23
Author(s):  
Anchal Luthra ◽  
Kavita Singh ◽  
Shweta Singh
Keyword(s):  
Academic Performance ◽  
Performance Management ◽  
Performance Indicator ◽  
Management Tool

scholarly journals Studi Kasus Tentang Performance Management di Sebuah Perusahaan Manufaktur Ban : Key Performance Indicator (KPI) untuk Industrial Engineering dengan Metode Balanced Score Card

2017 ◽  
Vol 18 (2) ◽  
pp. 168
Author(s):  
Muh Rokhim
Keyword(s):  
Performance Management ◽  
Performance Indicator ◽  
Industrial Engineering ◽  
Management Tool ◽  
Balanced Score Card ◽  
Key Performance Indicator ◽  
Management Tools ◽  
Score Card ◽  
Engineering Department ◽  
And Performance

Balanced Score Card (BSC) is one of the management tools to manage the implementation of strategy, measure the performance beyond mere financials and to communicate the vision, strategy and performance to stakeholders. In this research, researcher will focus on cascading the Key Performance Indicator (KPI) with using the BSC methodology in the industrial Engineering Department at one of the tire manufacturing company located in Tangerang. This KPI will be a good tools to manage the performance of each engineers in the organization and to ensure align with the vision and strategy from the Top Management. Result of the KPI performance also will be an useful Performance Management tool for the Manager  in order to give the yearly appraisal for each engineers in avoiding of the subjective way likes currently happened.

Key Performance Indicators Analysis for Quay Container Crane Performance Assessment (Case Study at Jakarta International Container Terminal)

2021 ◽  
Vol 2 (2) ◽  
pp. 115
Author(s):  
Mufti Imam Pekih ◽  
Adelina Sembiring ◽  
Sugeng Santoso
Keyword(s):  
Performance Indicators ◽  
Performance Indicator ◽  
Container Terminal ◽  
Management Tool ◽  
Container Port ◽  
Key Performance Indicator ◽  
Heavy Load ◽  
Container Loading ◽  
Container Crane ◽  
Loading And Unloading

<p><span lang="PT-BR">PT Jakarta International Container Terminal (JICT) is the largest container port in Indonesia. Currently, JICT capacity is 2.5 million TEUs (Twenty-foot Equivalent Units) per year, it continues to strive to improve international services and is supported by adequate container loading and unloading equipment. The requirement to establish common standards in different types of container port equipment and identify performance indicators to assess the performance of container handling equipment has increased. Although the Quay Container Crane (QCC) operating system may be different at each container terminal, there are similarities in its main movements, namely: Main Hoist, Trolley, Gantry, and Boom. By knowing the clock metric for each movement, it is possible to determine the Key Performance Indicator (KPI) that has been adopted and assess the performance of the Quay Container Crane (QCC). The results of the study identified that the value of MMBF (Mean Move Between Failures) decreased due to the accumulation of long-lasting heavy load operations, while the number of maintenance activities for machine parts and working hours continued to increase. Key Performance Indicator (KPI) as a management tool can guide QCC inspections and the results can provide useful insights for improving the performance of equipment and container loading and unloading operations in the future.</span></p>

scholarly journals Implementation of the Balanced Score Card to Achieve Strategic Goals in the State Islamic Religious Colleges

2019 ◽  
Vol 7 (2) ◽  
pp. 281-301
Author(s):  
Yusuf Hadijaya ◽  
Inom Nasution ◽  
Suhairi Suhairi
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Management Approach ◽  
Balanced Score Card ◽  
Score Card ◽  
Religious Colleges ◽  
And Performance ◽  
The Balanced Score Card

Performance Management in State Islamic Religious Colleges (PTKIN) Indonesia are still often ignoring the identification of stakeholders and the primary performance indicator of management measurement goal. The Balanced Score Card (BSC) as a management approach translates the direction of Higher Education developing into an action based on the initiatives identity number and management measurement goal systems. In the context aims to determine the implementation of the Balanced Score Card at PTKIN with four perspectives which are connected as part of the chain driving to achieve the strategic point of Higher Education and performance of higher education results model. This research is qualitative research with the technique of data collection on observation, in-depth interviews, and documentation. The results paper shows that the Balanced Score Card is the performance integrating on management system at UIN Jakarta, UIN Yogyakarta, and UIN North Sumatera through the making of Score Cards with the processing of strategy maps to achieve its strategic point of higher education objectives. The Map Strategy is preparing as a companion model for its BSC implementation management goal of Higher Education. Keywords: Balanced Scorecard, Strategic Objectives, Initiatives, and Performance Indicators Abstrak Manajemen Kinerja di banyak Perguruan Tinggi Keagamaan Islam Negeri (PTKIN) di Indonesia masih sering mengabaikan identifikasi stakeholders dan sistem pengukuran indikator kinerja utama. Balanced Score Card (BSC) sebagai sebuah pendekatan manajemen menerjemahkan arah pengembangan Perguruan Tinggi pada aksi yang dilandasi oleh identifikasi inisiatif dan sistem pengukuran. Dalam konteks ini, penelitian ini bertujuan untuk mengetahui implementasi Balanced Score Card di PTKIN dalam empat perspektif yang dihubungkan sebagai bagian dari rantai pendorong untuk mencapai tujuan-tujuan strategis dan hasil capaian kinerja. Penelitian ini merupakan penelitian kualitatif dengan teknik pengumpulan berupa observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa BSC diintegrasikan dalam sistem manajemen kinerja di UIN Jakarta, UIN Yogyakarta, dan UIN Sumatera Utara melalui pembuatan score cards dan/atau peta strategi dalam mencapai tujuan-tujuan strategis. Kata Kunci: Balanced Score Card, Tujuan Strategies, Inisiatif, dan Indikator Kinerja

Measuring the invisible

2018 ◽  
Vol 25 (6) ◽  
pp. 1921-1934 ◽  
Author(s):  
Fei Ying ◽  
John Tookey ◽  
Jeff Seadon
Keyword(s):  
Performance Management ◽  
Construction Industry ◽  
Best Practice ◽  
Performance Indicator ◽  
Limited Attention ◽  
Valuable Insight ◽  
Selling Price ◽  
Content Type ◽  
Operational Level ◽  
The Invisible

PurposeConstruction logistics is an essential part of Construction Supply Chain Management for both project management and cost aspects. The quantum of money that is embodied in the transportation of materials to site could be 39–58 per cent of total logistics costs and between 4 and 10 per cent of the product selling price for many firms. However, limited attention has been paid to measure the logistics performance at the operational level in the construction industry. The purpose of this paper is to contribute to the knowledge about managing logistics costs by setting a key performance indicator (KPI) based on the number of vehicle movements to the construction site.Design/methodology/approachA case study approach was adopted with on-site observations and interviews. Observations were performed from the start of construction until “hand-over” to the building owner. A selection of construction suppliers and subcontractors involved in the studied project were interviewed.FindingsData analysis of vehicle movements suggested that construction transportation costs can be monitored and managed. The identified number of vehicle movements as a KPI offers a significant step towards logistics performance management in construction projects.Originality/valueThis research paper demonstrates that framework of using vehicular movements meet the criterion of effective KPI and is able to detect rooms for improvements. The key findings shed valuable insight for industry practitioners in initiating the measurement and monitor “the invisible logistics costs and performance”. It provides a basis for benchmarking that enables comparison, learning and improvement and thereby continuous enhancement of best practice at the operational level, which may accelerate the slow SCM implementation in the construction industry.

Enhancing the Drilling Performance Management on a Large Drilling Operation

2021 ◽  
Author(s):  
Alvin Ivan Handoko ◽  
Henry Edward Khella ◽  
Erwan Couzigou ◽  
Adel Abdulrahman Al-Marzouqi
Keyword(s):  
Performance Management ◽  
Performance Indicator ◽  
Root Cause Analysis ◽  
Systematic Investigation ◽  
Lessons Learned ◽  
Company Performance ◽  
Cause Analysis ◽  
Large Organization ◽  
Root Cause ◽  
Drilling Performance

Abstract Since the implementation of the Drilling Performance Department in late 2017, ADNOC Offshore has been able to develop a company performance-oriented culture among the drilling teams. This performance culture is reflected in 25% ILT reduction in 2018 and 12% in 2019. Furthermore, 37 NPT RCA cases were investigated and concluded in 2019, which resulted in 57 actions for tracking and closure. With 5 (five) concessions, 9 (nine) different shareholders, and 39 (thirty-nine) rigs, drilling performance management is challenging. ADNOC Offshore created a centralized Drilling Performance Team to capitalize on this diversity as an opportunity to improve the traditional drilling performance role. This paper describes the team's approach on Drilling Performance and the consecutive result. The team enhances the typical drilling performance role of Key Performance Indicator (KPI) management and reporting by adopting the Performance Opportunity Time (POT) and Root Cause Analysis (RCA) Process. At the same time, the Drilling Performance Team facilitates the flow of information between teams to ensure effective knowledge transfer within such a large organization. The POT concept tackles the well duration reduction through the reduction of Invisible Lost Time (ILT) and Non-Productive Time (NPT). To reduce the ILT, the team took advantage of the extensive technical background in the various drilling teams. Performance improvement initiatives were proposed by taking references from different teams within ADNOC Offshore and evaluating the application in other concession. Other approach is to compare with out-of-company references. For NPT reduction, the innovative approach was to use the HSE Root Cause Analysis (RCA) concept. This RCA process led by the Drilling Performance Team was implemented to standardize the approach and have a systematic investigation analysis. This process resulted in identifying root causes and effective corrective action plans. As per HSE, addressing the root causes of incidents would result in the most significant impact in NPT. This approach also allows an independent and more detailed look on the subjects, where commonly these tasks are done in a limited manner by drilling teams alone with their ongoing operational workload. Finally, results are communicated to the drilling organization through lessons learned portal and technical bulletins.

Has the Theory of Change established itself as the better alternative to the Logical Framework Approach in development cooperation programmes?

2019 ◽  
Vol 19 (2) ◽  
pp. 112-122
Author(s):  
Lisa Ringhofer ◽  
Karin Kohlweg
Keyword(s):  
Performance Management ◽  
Development Cooperation ◽  
Theory Of Change ◽  
Management Tool ◽  
Logical Framework ◽  
Programme Theory ◽  
Combined Use ◽  
Framework Approach ◽  
Programme Planning ◽  
Development Practice

This article critically reflects on two development programme planning methodologies: the dominant Logical Framework Approach (LFA) and the Theory of Change (ToC). It reviews their conceptual origins and outlines their commonalities, differences and challenges in day-to-day development practice. The article claims that while both approaches originate from the same family of programme theory, the LFA has over the years somehow lost its analytic lens to capture social change and become more of a donor-driven performance management tool. The ToC has restored some of these analytical and engagement aspects that the LFA approach was originally designed to elicit, but some of the practical challenges remain. The authors argue for a combined use of both methodologies, if held lightly and approached from a learning and not a compliance perspective.

“SMART ENGINE”: A Gas Turbine Fault Diagnostics and Life Management Tool

2006 ◽  
Author(s):  
Suresh Sampath ◽  
Luca Marinai ◽  
Riti Singh ◽  
Ankush Gulati
Keyword(s):  
Life Cycle ◽  
Performance Management ◽  
Gas Turbine ◽  
Field Experience ◽  
Management Tool ◽  
Life Cycle Costs ◽  
Fault Diagnostics ◽  
Turbine Performance ◽  
Salient Features

Given the maturity of the gas turbine user industry, and the quality of the original equipment manufactured, the field experience of these machines has been broadly very good. Nonetheless, there can be difficulties in managing availability and reliability, and the costs of unscheduled shut downs can be extremely large. Advanced gas turbine performance management offers opportunities in improving availability, reliability and productivity, driving down life cycle costs as well as adding to safety and compliance. This paper describes in detail the development of an engine fault diagnostics tool by the authors. The authors focus on structure, functionality as well as possible benefits of its use. The first part describes the structure and various methodologies adopted in the development of the system and the second part of the work describes the system and its salient features. The primary goal at this point of time was to test the utility, functionality and robustness of the presented tool, interesting and relevant results are obtained. Due to space limitations we restrict ourselves to discussing the system and not go into the details of actual simulation runs.

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